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2. Unit -1
Concept of Management

3. Definition of Management
“Management is the art of getting things done through and with people in formally organized groups”.
“Management is the process by which managers create, direct, maintain and operate purposive organizations through systematic, coordinated, cooperative human effort”.

4. Meaning of Management Management of Ideas Management of Things
Management of People

5. Concepts of Management
Management as an Economic Resource
Management as a Group
Management as a System of Authority
Management as a Separate Discipline
Management as a Process
Management is a social process
Managements is an integrating process
Managements is a continuous process
Management as an Activity
Informational activities
Decisional activities
Interpersonal activities

6. Importance of Management
Effective Utilization of Resources
Development of Resources
To Incorporate Innovations
Integrating Various Interest Groups
Stability in the Society
Working for society
Working for people
For overall growth & development

7. Characteristics of Management
Management is a Universal Process
Management is Purposeful
Management is Creative
Management is an Integrative Force
Management is a Group Phenomenon
Management is a Social Process
Management is Multidisciplinary
Management is Continuous Process
Management is Intangible
Management is Both a Science and an Art

8. Management as Science
Science may be viewed in terms of its structure, its goals, and its methods. In terms of its structure, it is a number of scientific disciplines: physics, biology, psychology, economics, management and many others.

9. Management as Art
The process of management does involve the use of know-how and skills like any other art such as music, painting, sculpture, etc.
The process of management is directed to achieve certain concrete results as other fields of art do.
Management is creative like any other art.

10. Levels of Management Departmental Divisional Heads
Board
Chief
Executive
Departmental Divisional Heads
Plant Superintendent Branch Managers
Foreman Supervisors
Top
Management
Upper Middle Management
Middle Management
Operating
Management

11. Skills of management
Technical Skill
Human Skill
Conceptual Skill

12. Importance of management
Growing size and complexity of business
Increasing specialization of work
Cut throat competition in the market
Growing unionization of labour
Sophisticated and capital intensive technology.
Increasing complexity of business decisions
Growing regulation of business by the Government
Need for research and development
Turbulent environment of business
Need for reconciling the interests of various groups, e.g, owners, workers, customers and the public
Need for optimum utilization of scarce resources.

13. Managing in present completive environment
Knowledge
Skills to performance
Environment awareness
Competitiveness
Vision

14. Taylor Scientific management
Separation of Planning and Doing
Functional Foremanship
Job Analysis
Standardization
Scientific Selection and Training of Workers
Financial Incentives
Economy
Mental Revolution

15. Principles of Scientific Management
Replacing Rule of Thumb with Science
Harmony in Group Action
Cooperation
Maximum Output
Development of Workers

16. Fayol General Principles of management
Division of Work
Authority and Responsibility
Discipline
Unity of Command
Unity of Direction
Subordination of Individual to General Interest
Remuneration of Personnel
Centralization
Scalar Chain
Order
Equity
Stability of Tenure of Personnel
Initiative
Esprit de Corps

17. Bureaucratic management
Traditional Authority
Charismatic Authority
Rational-legal Authority

18. Features of bureaucracy
A set of written rules and work procedures
Specialization
Hierarchy of Authority
Impersonal Relations
Trained Personnel
Organizational freedom

19. Behavioral approach
The 1920s was turning decade in the development of management thought because the individualistic concern of the classical approach began to give way to ‘group philosophy’ and social attitudes.

20. Hawthorne experiments
The test room study
Relay Assembly Room Study
Mass Interviewing Programme
Bank wiring observation Room study

21. Implications of Hawthorne experiment
Social Factors in Output
Group Influence
Conflict
Leadership
Supervision
Communication

22. Management science approach
Management is regarded as the problem-solving mechanism with the help of mathematical tools and techniques.
Management problems cab be described in terms of mathematical symbols and data.
This approach covers decision-making, system analysis, and some aspects of human behaviour.
Operations research, mathematical tools, simulation, models, etc., are the basic methodologies to solve managerial problems.

23. Human behavior approach
People do not dislike work. If they have been helped to establish objectives, they will want to achieve them.
Most people can exercise a great deal of self-direction, self-control, and creativity than are required in their current job.
The manager’s basis job is to use the untapped human potential in the service of the organization.
The manager should create a healthy environment wherein all subordinates can contribute to the best of their capacity.
The manager should provide for self-direction by subordinates and they must be encouraged to participate fully in all important matters.
Operating efficiency cab be improved by expanding subordinate influence, self-direction, and self control.
Work satisfaction may improve as a ‘by-product’ of subordinates making full use of their potential.

24. Systems approach
Perhaps systems approach has attracted the maximum attention of thinkers in management particularly in the present era. Though this approach is of comparatively recent origin, starting late 1960, it has assumed considerable importance in analyzing the phenomena of management.

25. Contingency approach
A review of the earlier schools of management helps us to place the current approach to management in perspective. The performance results of the management process school’s universalist assumptions were generally disapproving.

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